Acquisition Strategy Briefing Template

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1 Acquisition Strategy Briefing TemplateThis template is TMA’s preferred model for briefing the Decision Authority (DA) for acquisitions of services. It is designed to guide the user through the myriad of topics and issues to be addressed in an acquisition strategy.Each strategy should address those topics that apply.The basic goal of this briefing is to demonstrate to the DA a well thought-out acquisition strategy that considered all the important issues.This template addresses all of the potential areas DoD and TMA require to be addressed when discussing a particular program strategy.See DODI Enclosure 9 and TMA TAD for specific guidance for acquisitions of services.Additional guidance is provided in the ‘Speaker's Notes’ associated with each slide in this briefing.Sample charts are provided for some areas. If the sample charts are not appropriate for your presentation, alternate charts may be used consistent with the type of information and the specifics of your acquisition.December 2012

3 blankThe information contained in this briefing is Source Selection Information. It may not be disclosed to anyone not a member of the established source selection organization without the approval of the Source Selection Authority or the Contracting Officer

6 Overview Don’t wait to the end to bring up the negatives!Bottom Line Up FrontDecisions you are requestingApprove Acquisition StrategyApprove applicable delegationsMajor issuesStakeholder IssuesSignificant RisksContractor to Government In-sourcingOrganizational/Personal Conflicts of InterestOther ConcernsProposed Deviations and/or Waivers (if applicable)The idea behind this chart is to identify Decision Authority decisions and to set the stage for to understand key issues that may impact the strategy.List Stakeholder issues – Summary of significant stakeholder issues that can impact acquisitionList significant risksOther concerns – Summary of “What Worries Me” sectionWaivers (e.g., PBA)

7 Overview Multifunctional Team Title Name Requiring Activity ManagerDeputy Requiring Activity ManagerProject LeadContracting OfficerQuality Assurance ManagerLegal AdvisorEnd-user Representative(Delete if end user is already represented)For acquisitions over $1 billion, the team identified here will have been required to attend a Services Acquisition Workshop prior to approval of the Acquisition Strategy (DPAP Memo, Service Acquisition Workshop, 12/6/12).

8 Overview Decision Authority Requirements/Direction Financial DataRequirement is for: (briefly describe)Using Organization(s):SRVD Approval Date:Decision AuthorityDecision Authority:Coordinating Organizations:- COD-A, COD-FC, CIO, etcFinancial DataEst. Total Contract Value:Fund Type:Fund Source:Acquisition Strategy DiscussionPSC:Competitive:Contract Type:Contract PoP:Proposed Deviations & Waivers:Estimated Contract Award Date:Start Date:You should be able to discuss the following as applicable:Top level backgroundFollow-on competition or a new requirement.Whose requirement are you fulfilling?Special or unique missionFull & open competition?Contract typeLinkages to other programs/PEOs (Examples: System Program Offices, Defense Agencies, etc)Anticipated OSD involvement?Security issues?NOTE: Remember as you discuss strategy decisions, to include your intended PSC. This is particularly important when you have several that may apply. FPDS-NG is used to track many elements of data. When the information is input incorrectly, it drives down to subsequent actions and can result is greatly distorted data from which important acquisition decisions are being made. Additionally, the codes are being grouped into a taxonomy for services acquisitions. OSD Memorandum, dated 23 NOV 10, “Taxonomy for the Acquisition of Services”, states: “each military component has been directed by the USD(AT&L) to organize their spend for services into six portfolios (categories) using a taxonomy that maps Product Service Codes (PSC), as set forth in the Federal Procurement Data System Product (FPDS) and Services Codes Manual.”

9 Overview Program goals and objectives ExamplesAligned to mission & focused on the desired resultsService Level? Cost? Availability?Should be specific and quantifiableExamplesComplete and uninterrupted support 24/7Conduct a studyPerform contract supportPerform program management support

12 Requirements Development & Market IntelligenceProvide analysis of the market for this serviceMarket Research ActivitiesDetail market research activitiesMarket Intelligence should be able to answer:Who’s buying this service in both Gov and IndustryWho’s providing this service to both Gov and IndustryHow are these services being purchased (contract types, incentives, structures)How are contractors delivering these services (performance results, customer satisfaction, costs, value)How are customers of these services managing and evaluating performanceWhat are the current pricing/value trends, market trends (supply/demand), performance metrics in the marketDid you network with other programs? What did you discover/learn, etc?Did you use existing or develop new communities of practice, databases, etcAre there any other option paths (i.e., policy changes, organization changes, process changes, outside agency support, etc) to help meet your requirement?How many industry questions did you get and from whom? Does this tell us something about the expected offerors?Is there a potential for strategic sourcing for your requirement?Market Research may include:Site visitsIndustry Day held (date)Reviewed current contract and similar requirementsRequest for information analysis and key componentsIndustry quality standardsMajor cost driversIdentify if your requirements are strategic and are a candidate for strategic sourcingExisting ID/IQ’s, Review of OSD efforts, existing commodity councilsSee notes for additional thoughts on what Market Intelligence and Market Research may includeUse as many charts as necessary

13 Requirements Development & Market IntelligenceSmall BusinessSmall Business capability surveyIs this acquisition appropriate for Small Business set-aside?If so, what are your recommendations?Bundling or consolidation decisionIs this acquisition appropriate for full and open competition?Subcontracting plan (if applicable)Describe your approach for incorporating SB subcontracting goals into your overall acquisition strategyIdentify the SB subcontracting goalsDescribe how SB subcontracting plans will be evaluatedIdentify planned contract incentives to encourage aggressive SB subcontracting

16 Acquisition Planning Proposed acquisition strategyCompetitive or sole source?Period of performanceContract Type (single or multiple award, IDIQ, etc)CLIN Types (e.g., mix of FP and CR)Rationale for proposed strategyUse as many charts/backups to explain/justify the proposed strategy (basically the rest of the briefing supports this chart.)Rationale should be based on:Mission impactsStable/unstable critical/non-critical mission (fail/No-fail requirement)Robust/limited competition?Technical competence?Single/multiple integrator concept?Commercial standardsSafety, security, environmental concerns?The stability of the requirementThe stability of fundingMarket intelligenceConsiderations of risk assessment and reasonable risk-sharing by the Government and the contractor(s).Other considerations as appropriate

17 Acquisition Planning As Applicable Contract IncentivesProposed incentives and standards for metricsTargets for incentives and measures for successValue added and expectationsRequired Waivers or DeviationsNote waivers or deviations that require prior approvalApproval levelN/A if not applicableContract incentivesHow do incentives relate to your critical problem areas identified in earlier charts?

19 Acquisition Planning Recalculate Independent Government Estimate$ in MillionsPhase-InFY13FY14FY15FY16FY17Program TotalIndependent Government Estimate9.224.552.155.062.365.8268.9Projected Budget6.315.633.335.538.040.6259.0Delta2.9 8.9 18.8 19.5 24.325.2 9.9RecalculateHow was the cost estimate derived?Models? Historical data? Market research?Program estimate and rationaleLabor based upon legacy contract manning & labor ratesMaterials based upon average of legacy contract obligationsBudget should reflect the current projected budgetDescribe how estimate aligns with program goalsDiscuss plan to overcome funding shortfalls, as applicableAvailability of fundingAll funding provided by ______ or MOA in coordination between ______ & _______MOA outlines transfer of funding and manpower (contract management oversight), from ______ to _____ to support _____________Discuss cost-sharing arrangements if applicable.Conclusions on cost/budget analysis/issuesExample -- Change as Applicable

25 Use as many charts as necessaryRisk ManagementAs ApplicablePossible issuesTechnicalData rights, compliance based restraints (environmental, safety, etc)Contractor to Government In-sourcingPotential OCI issues to include inherently governmental functions/closely related to inherently governmental functionsOther significant issuese.g. pending legislation (both program related and service specific impacts), DOL wage determinations, union agreements, etc All of these considerations on this slide should be derived from the nature of the requirement and market intelligence findings, and environmental scan and a stakeholder analysisUse as many charts as necessary

26 Use as many charts as necessaryRisk ManagementAs ApplicableContractor SupportList contractors on staff supporting requirements development and/or source selectionList by name, company, roles and responsibilitiesIdentify and evaluate potential organizational conflicts of interestDiscuss your plans to avoid, neutralize, or mitigateUse as many charts as necessary

27 Risk Management Conclusions of Risk Assessment(e.g., How did your risk analysis shape your acquisition planning?) All of these considerations on this slide should be derived from the nature of the requirement and market intelligence findings, and environmental scan and a stakeholder analysis

29 Contract Parameters Award: Duration: Pricing arrangement:e.g., single contract, multiple award contractDuration:Base period and all option periods to include phase-inPricing arrangement:e.g., fixed price, cost reimbursement, time and materials, labor hour, or variations, based on guidance in FAR Parts 12 and 16Special clauses (H clauses)e.g., Organizational Conflict of Interest mitigation planUse this chart to not only talk about items but also rationale associated with each element

32 Contract Oversight & Performance EvaluationDescribe your approach for managing performance on this programWho is responsible/accountable for gathering/managing performance information?Level of experience of appointed personnel; full/part-time duties; trainingWhat processes/methods will be used to identify and remediate performance issues?What efforts will be taken to identify ways to seek performance improvements? How will performance issues be communicated and resolved?Examples

33 Contract Oversight & Performance EvaluationService Delivery Summary ItemsTASKSTANDARDProductivity Efficiency IAW PWS Para 6.2Productivity efficiency rating of 80% (standard hours divided by clocked hours). To receive a Satisfactory , the Contractor must have an efficiency rating of 75% to 80%. To receive an Excellent, the Contractor must have an efficiency rating of 80% or more. An “Unacceptable” will be assessed if the Contractor has an efficiency rate of less than 75%.Phase/Preservation/Depreservation IAW PWS Para 4.6To be based on meeting contract requirements for quality and # of problems noted during inspections by QA personnel following completion of phase, preservation, depreservation or special inspections for each reporting period. Performance will be scored as follows: To receive a score of Satisfactory, there may be no more than 5 minor discrepancies. To receive an “Excellent”, the Contractor must have no more than 2 minor discrepancies. An unacceptable will be assessed if the Contractor’s performance did not meet most contractual requirements and/or had more than 5 minor discrepancies during the reporting period.Service Delivery Summary itemsShould be tied to Program Goals and Objectives identified in the Overview SectionExample -- Change as Applicable

36 What Worries Me Discuss political issues (if applicable)Specific member or staffer interestCongressional language or budgetary earmarksDiscuss any issues that are of a particular concern to the PEOEx. OSD oversight issuesEx. Funding instabilityExplain how you intend to track these areas specifically and report to the SSA any problems"What worries me"? The PM/Requiring Activity is encouraged to identify issues that provide the most concern. It is an open opportunity to identify: "what worries me most”. What "keeps me up at night"? These may include oversight issues, funding instability, congressional interest, or other issues. This is an opportunity for the PM/Requiring Activity to notify the DA of potential issues either not addressed previously, or reiterate some of those addressed earlier. Identifying these issues is the first step; but have a plan to address them. Also, identify how the PEO might help. An example might be asking the PEO to break a logjam disagreement with the TMA staff.This is an opportunity to communicate internal concerns to the SSA